Organisational Structure of Silicon Image

Discuss Organisational Structure of Silicon Image within the Human Resources Management (H.R) forums, part of the PUBLISH / UPLOAD PROJECT OR DOWNLOAD REFERENCE PROJECT category; Silicon Image is an American semiconductor design company. The company manufactures a variety of integrated circuits commonly used in modern ...

Silicon Image is an American semiconductor design company. The company manufactures a variety of integrated circuits commonly used in modern computers and consumer electronic devices, but is focused on storage, distribution and presentation of high-definition content in the consumer electronics, personal computing, and mobile device markets. The company was founded in 1995, and is traded on the NASDAQ market under the symbol SIMG. The company, which employs around 600 people, is headquartered in Sunnyvale, California.

CEO

Camillo Martino

Chairman of the Board

Peter Hanelt

Director

William Raduchel
Director

John Hodge

Director

William George

Director

Masood Jabbar
CFO

Noland Granberry
Legal & Administration

EL

CTO

DN

COO

Harold Covert
Simplay Labs

JL
IP Business

EA

Products Business

Tim Vehling
Engineering

RO
Operations & Quality

PR
Sales

SC

The Role culture suggests authority is dictated by hierarchy. Specifically defined job descriptions are handed down from the top where decisions are made and the defined descriptions control the organization’s activities. Personal initiative is not an attribute in the Role culture.

The Tasks culture is about expertise where expert power is revered. Examples are research and development organizations. These organizations’ tasks are technically challenging, they work cross-functionally and the work generates dynamic interaction and intellect among the departments’ experts.

The Person culture is typical of self-help groups or partnerships. In this type of culture the group sees themselves as having the expertise for managing the organization. They reject formal hierarchies of management control or reporting structures. Members in the Person culture usually worked to sufficiently meet the goals and needs of their other members.

Understanding Organizations
The authors, Schein, Morgan, and Handy provide a fundamental base of information for individuals to assess the culture of their distinctive organizations. What are the organization’s core values and are they in accordance with the individual’s.

Furthermore, organizational culture is more profound than just, “This is the way things are done here”. The culture of the organization is its core value of beliefs and what it holds dear. For example, a culture that makes decisions by divine decree will be fundamentally difference from one that depends on technical information, science, or a set of predetermined facts.

For organizational success it is critical that members understand the organization’s nature and values. To know and understand those values require careful observation and specific questions.

Observe how information is disseminated. Is the organization a rumor hill, or is it a gossip house? Do the rumors eventually become official? Is the gossip harmful or is it ignored? What is the diversity considering age, ethnicity, gender, or nationality? Is it family friendly? Is it health friendly, is education encouraged, and how are pay and promotions handled? While it may be difficult to fully discern an organization’s nature these are example questions to help employees assess the value of the group where they are members.

If the organization’s culture does not fit the employee’s core values, navigation will be difficult. Of course, some cultures will be puzzling. However, what an individual can observe and analyze they can affect. Whether new members or long term professionals, the analysis will provide clearer insights into the organization’s values. The new perspective will highlight the individual’s organizational status and help them evaluate if it is a good fit for their future benefits.